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From someone who really understands the challenges managers face and offers alternative solutions, have a look at this special report The 10 things keeping managers awake at night Fiona Pearson has prepared for you at [link widoczny dla zalogowanych]
Recession or recovery, thriving or just surviving as a business at the moment, I'm guessing you are asking [url=http://www.anepf.fr]doudoune moncler[/url] your people to go the extra mile in one way or another. If it is your own business or practice or you are a senior manager in a larger organisation constantly thinking about ways to adapt to [url=http://www.villazuki.it]woolrich outlet online[/url] the new economy, bring in contracts and keep costs down may be starting to cause [url=http://www.ttcarpets.co.uk]mulberry sale[/url] you the odd sleepless night!
What is the impact on your managers? They are the ones you are relying on to deliver performance.
My business focuses on unleashing the power of line management to help people make sense of their work at an individual level - driving action and performance, engaging people and ensuring that they keep moving forward. For some time now I have been hearing even the most committed and optimistic managers talk about how pressured they and their people are beginning to feel.
Managers Tell me They Worry about:-
1. Unrealistic expectations around the management of performance set against the sheer relentlessness of ever growing workloads. You may be asking yourself how on earth you extract more from people already working to full capacity.
2. Increasing instances of accusations of bullying and harassment, micro-management and related grievances as people resist the proactive pursuit of targets, especially where it has not previously been the norm. If it hasn't happened to you yet you probably know someone affected by this. It is often linked to those expectations described above - how do you get the balance right?
3. Disenchanted, anxious people going off sick and leaving already stretched teams under-resourced or short-handed. Sometimes people just can't cope and the pressure does make them ill. Colleagues [url=http://www.ttcarpets.co.uk]mulberry outlet[/url] having to back-fill and pick up the slack can find their goodwill [url=http://www.sandvikfw.net/shopuk.php]hollister outlet sale[/url] and sympathy stretched to breaking point. Line management really comes into its own here to keep people motivated.
4. [url=http://www.diecastlinks.co.uk]hollister uk[/url] How to show your best people that their work is valued because you can't afford to lose them to your competitors - [url=http://www.diecastlinks.co.uk]hollister outlet[/url] but you can't afford to pay more either and may have had to freeze cost of living incremennts. Research has shown time and time again that people will often tolerate conditions that don't [url=http://www.thehygienerevolution.com/hollister.php]hollister france[/url] fit their ideal because they like their boss. What you do to build and maintain solid relationships can matter much more than a pay increment.
5. An awareness that line managers have an increasingly significant impact not only on day-to-day results and levels of motivation and engagement, but are also expected to take responsibility for people's wellbeing at work, levels of sickness and absenteeism and encourage opportunities for learning and development.
This is both a threat and an opportunity. Think [url=http://www.skoda-witzke.de/woolrichoutlet.php]woolrich outlet[/url] about it.
As services are squeezed and management layers reduced it has to be those managers who are able to show their ability to manage others and get the results who will be most likely to be retained.And, of course, the biggest worry is about how effective they are perceived to be as a manager - not just in terms of reputation or opportunities for promotion, but at the moment the likelihood of losing their job or being asked to re-apply for it under some plan designed to cut costs.
Does all of this look or feel familiar to you? Most of these conversations happen in corridors, during breaks and at the end of meetings when managers mention, quite casually, things that are clearly affecting them in [url=http://www.tagverts.com/barbour.php]www.tagverts.com/barbour.php[/url] a very personal way. At one level this is very natural and reflects the fact that we are all being encouraged to realise that many aspects of the economy have changed for good, but we don't yet know what this might mean, what may take its place and how it will affect us. The general anxiety is unsettling for everybody and we each need to ponder the impact.
At another level, for some managers, it is noticing that personal integrity and values are feeling more at risk of compromise as management decisions get more challenging. A growing sense of unease that the drive for targets might well be at the expense of quality and standards. Maybe it is even starting to wonder if you are in the right job or organisation but not daring to think about this for too long! A kind of weary ambivalence at both a personal and professional level can easily set in to stay. Warning - this can be infectious!
Part of the solution is to ensure that managers at all levels are fully supported through regular line management, and of course, in turn, everyone else [url=http://www.davidhabchy.com]barbour outlet[/url] too. Having the opportunity to just talk about some [url=http://www.jeremyparendt.com/Barbour-Paris.php]barbour france paris[/url] of these things in a structured way without feeling disloyal or appearing negative is deeply underrated. So, if you haven't looked at the support your line managers need for a while, maybe now is a good time to do so? While you're at it, who's supporting you?

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